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THE ANTECEDENTS OF CUSTOMER RELATIONSHIP
MANAGEMENT AND ITS IMPACT ON HOTELS
PERFORMANCE IN JORDAN
SULTAN MAHMOUD ALSHOURAH
DOCTOR OF PHILOSOPHY
UNIVERSITI UTARA MALAYSIA
MAY 2012
2
THE ANTECEDENTS OF CUSTOMER RELATIONSHIP MANAGEMENT
AND ITS IMPACT ON HOTELS PERFORMANCE IN JORDAN
BY
SULTAN MAHMOUD ALSHOURAH
Thesis Submitted to
Othman Yeop Abdullah Graduate School of Business,
Universiti Utara Malaysia,
in Fulfillment of the Requirements for the Degree of Doctor of Philosophy
3
PERMISSION TO USE
In presenting this thesis in fulfillment of the requirements for a postgraduatedegree
from Universiti Utara Malaysia, I agree that the University Library make a freely
availablefor inspection. I further agree that permission for copying of this thesis in
anymanner, in whole or in part, for scholarly purpose may be granted by my
supervisoror, in her absence by the Dean of Othman Yeop Abdullah Graduate School
of Business. It is understoodthat any copying or publication or use of this thesis or
parts thereof for financial gainshall not be given to me and to Universiti Utara
Malaysia for any scholarly use which may bemade of any material from my thesis.
Request for permission to copy or make other use of materials in this thesis, in
wholeor in part should be addressed to:
Dean of Othman Yeop Abdullah Graduate School of Business
Universiti Utara Malaysia
06010 UUM Sintok
Kedah Darul Aman
4
ABSTRACT
The last decade has seen the emergence of Customer Relationship Management
(CRM) as a technique to underpin organizational performance improvement in
improving customer retention, customer satisfaction, and customer value. However,
evidence suggests that many CRM initiatives fail to achieve desired results.
Furthermore, empirical research is still scarce.In recent years, CRM has been the
favored theme for numerous studies and reports. It has also been considered as a way
of capturing comparative advantages in the face of the growing competition.
However, despite many studies conducted on CRM in various industries in the past
20 years, there is still significant disagreement about its definition and meaning, and
the framework for the effective implementation and evaluation of CRM practice.
Moreover, there is a lack of systematic empirical evidence regarding the success
factors of the CRM performance, and its impact on organizational performance. To
address these issues, this study examines the degree of CRM performance of hoteliers
as well as the relationship between CRM performance and organizational
performance. Furthermore, this research also investigated the influence of
organizational and technological factors on CRM performance. In this quantitative
study, a total of 98 Jordanian hotels participated by voluntarily completing the survey
questionnaire, constituting an overall 49% response rate. From the analysis
undertaken, it was found that the CRM performance of the respondents were at
moderate degree. The research results indicated that CRM performance has a positive
influence on organizational performance. Four major factors were found to have
significant influence on CRM performance namely top management, customer data,
customer information processing, and CRM functionality. On the other hand, factors
such as customer orientation, training orientation, and data integration were not
significantly related to CRM performance. Theoretical implications and managerial
implications of these findings are discussed.
Keywords: Customer Relationship Management, Organizational Performance, Data
Integration, Customer Orientation, Training Orientation.
5
ABSTRAK
Dekad lalu menyaksikan kemunculan Pengurusan Perhubungan Pelanggan
(PPP)sebagai satu teknik yang mendasari penambahbaikan dalam prestasi organisasi
bagi meningkatkan pengekalan pelanggan, kepuasan pelanggan, dan nilai pelanggan.
Bagaimanapun, bukti menunjukkan bahawa banyak inisiatif PPP gagal mencapai
sasarannya. Tambahan pula, kajian empiris masih kurang. Semenjak kebelakangan
ini, PPP semakin menjadi topik yang menarik perhatian banyak kajian dan laporan.
Ia juga dianggap sebagai satu cara untuk memperoleh kelebihan bersaing dalam
konteks persaingan yang semakin sengit. Walaupun banyak kajian tentang PPP di
pelbagai industri telah dijalankan semenjak 20 tahun lalu, masih terdapat
percanggahan ketara tentang definisi, maksud dan kerangka untuk melaksanakan dan
menilai PPP secara berkesan. Selain itu, bukti empiris yang sistematik tentang faktor
kejayaan PPP, dan kesannya terhadap prestasi organisasi masih kurang. Bagi
menangani isu ini, kajian ini mengkaji darjah prestasi PPP di kalangan pengusaha
hotel, dan perkaitan di antara prestasi PPP dan prestasi organisasi. Di samping itu,
kajian ini juga menyiasat pengaruh faktor organisasi dan teknologi terhadap prestasi
PPP. Sebanyak 98 buah hotel di Jordan telah melibatkan diri dalam kajian kuantitatif
ini dengan mengisi borang soal selidik secara suka rela, menghasilkan kadar
maklumbalas sebanyak 49%. Daripada analisis yang dijalankan, didapati bahawa
darjah PPP di kalangan responden adalah sederhana. Hasil kajian menunjukkan
bahawa prestasiPPP mempunyai pengaruh positif terhadap prestasi organisasi. Empat
faktor utama didapati mempunyai pengaruh yang signifikan terhadap prestasi PPP
iaitu pengurusan atasan, data pelanggan, pemprosesan maklumat pelanggan, dan
fungsiPPP. Sebaliknya, faktor seperti orientasi pelanggan, orientasi latihan dan
integrasi data tidak berhubungan secara signifikan dengan prestasi PPP. Implikasi
teori dan pengurusan yang terhasil daripada dapatan ini turut dibincang.
Kata Kunci: Pengurusan Perhubungan Pelanggan, Prestasi Organisasi, Integrasi
Data, Orientasi Pelanggan, Orientasi Pelanggan.
6
AKNOWLEDGEMENTS
All praises go to Allah, the Most Gracious and the Most Merciful. I thank you. May
peace and blessings of Allah be upon our Prophet Muhammad (SAW), and his family
and companions.
First and foremost, my utmost gratitude goes to my supervisor, Assoc. Prof.
Dr.Nor AzilaMohd Noor. She has patiently guided me throughout the duration of
preparing this thesis. I am deeply indebted to Assoc. Prof. Dr. Nor AzilaMohd Noor
who has given me her valuable ideas, insights, comments and suggestions towards
understanding the empirical predicaments I have gone through.
My deep appreciation goes to my parent: My father “Al-hajj Abu Sultan “and
to my mother “Om Sultan” for their thoughts and prayers and for their endless love
and devotion.My never-ending gratitude to my lovely wife (Manal Ata Altawalbeh),
for assisting me in every way. She is great inspiration to me. Hence, great
appreciation and enormous to her, for without her understanding and helping, I am
sure this thesis would never have been completed. To my daughters, Ghufran and
Jana, thank you very much for providing me with overwhelming patience, support
encouragement and inspiration.
Finally, to my father in law “Al-hajj Abu Mohammad” and my mother in law
“Om Mohammad” and their family, to my brothers “Mamdoh, Hamzah and Belal“, to
my beloved sisters and their families, and also to all my Uncles and their families,
thank you very much for given undivided support and eternal prayers for me always.
7
TABLE OF CONTENTS
Title Page
PERMISSION TO USE……………………………………………………… i
ABSTRACT …………………………………………………………………. ii
ABSTRAK …………………………………………………………………... iii
AKNOWLEDGEMENTS………………………………………………….. iv
TABLE OF CONTENTS…………………………………………………… v
LIST OF TABLES………………………………………………………….. xii
LIST OF FIGURE………………………………………………………….. xiv
LIST OF APPENDICES……………………………………………………. xv
LIST OF ABBREVIATIONS….…………………………………………… xvi
CHAPTER ONE: INTRODUCTION
1.1 Introduction…………………………………………………………… 1
1.2 Background of the Study……………………………………………. 1
1.3 Problem Statement…………………………………………………… 6
1.4 Research Questions……………………………………………………. 11
1.5 Research Objectives…………………………………………………... 11
1.6 Significance of the Study……………………………………………. 12
1.7 Scope of Study……………………………………………………….. 15
1.8 Organization of Thesis………………………………………………… 16
8
CHAPTER TWO: LITERATURE REVIEW
2.1 Introduction…………………………………………………………… 18
2.2 Relationship Marketing……………………………………………… 18
2.3 Customer Relationship Management (CRM)………………………… 21
2.4 CRM Definition………………………………………………………. 24
2.5 Benefits of CRM……………………………………………………… 27
2.6 CRM Implementation………………………………………………… 30
2.7 Future of CRM……………………………………………………….. 32
2.8 Fundamentals Characteristics of CRM……………………………….. 33
2.8.1 Sales Force Automation (SFA)…………………………… 34
2.8.2 Customer Service (CS)……………………………………. 35
2.8.3 Marketing Automation (MA)………………………. ……. 36
2.8.4 Field Service (FS)…………………………………………. 37
2.9 History of CRM………………………………………………………. 38
2.10 CRM in the Hospitality Industry……………………………………… 39
2.10.1 The Opportunity…………………………………………… 40
2.10.2 The Challenge……………………………………………… 41
2.11 CRM Failure………………………………………………………….. 43
2.12 CRM Tools……………………………………………………………. 45
2.12.1 Mobile CRM……………………………………………….. 46
2.12.2 E-CRM…………………………………………………… 47
2.12.3 CRM Software……………………………………………. 48
2.12.4 Call Centers……………………………………………….. 50
9
2.12.5 Customer Service…………………………………………... 51
2.12.6 Sales Force………………………………………………… 52
2.12.7 A voice Response System…………………………………. 53
2.12.8 Point of Sale Terminals…………………………………… 53
2.12.9 The Loyalty Cards…………………………………………. 55
2.12.10 Phone Contact……………………………………………… 56
2.13 CRM Performance……………………………………………………. 57
2.13.1 Key Customer Focus………………………………………. 63
2.13.1.1 Customer-centric Marketing………………….. 63
2.13.1.2 Key Customer Lifetime Value Identification…. 64
2.13.1.3 Personalization………………………………… 64
2.13.1.4 Interactive Co-creation Marketing……………. 65
2.13.2 CRM Organization………………………………………… 65
2.13.3 Knowledge-Based CRM…………………………………… 67
2.13.3.1 Knowledge Learning and Generation…………. 67
2.13.3.2 Knowledge Dissemination and Sharing………. 67
2.13.3.3 Knowledge Responsiveness………………….. 68
2.13.3.4 Types of Customer Information………………. 68
2.13.4 Technology-Based CRM…………………………………... 69
2.14 Antecedents of CRM Performance…………………………………… 71
2.14.1 Organizational Factors……………………………………... 76
2.14.1.1 Top Management……………………………… 78
2.14.1.2 Customer Orientation…………………………. 83
2.14.1.3 Training Orientation…………………………... 87
10
2.14.2 Technology Factors………………………………………... 92
2.14.2.1 Customer Data………………………………… 94
2.14.2.2 Customer-Information Processing…………….. 100
2.14.2.3 Integration of CRM…………………………… 105
2.15 Consequences of CRM Performance…………………………………. 110
2.16 Theoretical Framework ………………………………………………. 121
2.17 Hypotheses…………………………………………………………… 127
2.18 Chapter Summary……………………………………………………..
135
CHAPTER THREE: METHODOLOGY
3.1 Introduction…………………………………………………………… 137
3.2 Research Design……………………………………………………… 137
3.3 Operational Definition of Variables…………………………………... 138
3.4 Questionnaire Design (Measurement)………………………………... 143
3.4.1 Organizational Performance……………………………….. 143
3.4.2 CRM Performance…………………………………………. 144
3.4.2.1 Key Customer Focus……………………………. 145
3.4.2.2 CRM Organization……………………………… 146
3.4.2.3 Knowledge Management……………………….. 147
3.4.2.4 Technology-based CRM………………………... 148
3.4.3 Top Management…………………………………………... 149
3.4.4 Customer Orientation……………………………………… 150
3.4.5 Training Orientation……………………………………….. 151
3.4.6 Customer Data……………………………………………... 152
11
3.4.7 Customer-Information Processing…………………………. 153
3.4.8 Integration of CRM………………………………………... 154
3.4.9 Profile of the Hotels………………………………………... 156
3.4.10 Reasons of not Using CRM………………………………... 156
3.4.11 CRM Tools………………………………………………… 157
3.5 Study Population and Sample………………………………………… 158
3.6 Data Collection Procedure……………………………………………. 160
3.7 Pilot Study…………………………………………………………….. 162
3.8 Data Analysis…………………………………………………………. 163
3.8.1 Factor and Reliability Analyses…………………………… 164
3.8.2 Descriptive Statistics……………………………………… 166
3.8.3 Test of Differences………………………………………... 166
3.8.4 Correlation Analysis……………………………………….. 166
3.8.5 Multiple Regressions………………………………………. 167
3.8.6 Multicollinearity Diagnostics……………………………… 168
3.9 Chapter Summary…………………………………………………… 169
CHAPTER FOUR : DATA ANALYSIS AND FINDINGS
4.1 Introduction…………………………………………………………… 170
4.2 Response Rate………………………………………………………… 170
4.3 Profile of the Hotels…………………………………………………... 171
4.4 Reasons of not Using CRM………………………………………….. 172
4.5 CRM Tools……………………………………………………………. 173
4.6 Goodness of Measures………………………………………………... 176
12
4.6.1 Construct Validity…………………………………………. 176
4.6.2 Result of Exploratory Factor Analysis…………………….. 177
4.6.2.1 Organizational Performance……………………. 177
4.6.2.2 CRM Performance……………………………… 178
4.6.2.3 Factor Analysis on Organizational Factors……... 181
4.6.2.4 Factor Analysis on Technology Factors…….….. 185
4.6.3 Reliability Analysis………………………………………... 190
4.7 Descriptive Analysis………………………………………………….. 191
4.7.1 Major Variable……………………………………………... 191
4.7.2 Degree of CRM Performance as Perceived by Hoteliers in
Jordan
192
4.8 Correlation Analysis………………………………………………….. 194
4.9 Hypotheses Amendments……………………………………………... 195
4.10 Regressions…………………………………………………………… 196
4.10.1 Multiple Regression Analysis on Factors that Influence
CRM Performance
197
4.10.2 Regression Analysis on CRM Performance and
Organizational Performance
200
4.11 Chapter Findings…........……………………………………………… 201
4.12 Chapter Summary……………………………………………………..
202
CHAPTER FIVE: DISCUSSION AND CONCLUSIONS
5.1 Introduction…………………………………………………………… 203
5.2 Recapitulation of the Study Findings……….………………………… 203
5.3 Discussions……………………………………………………………. 204
13
5.3.1 Degree of Customer Relationship Management
Performance in Jordanian Hotel Industry
204
5.3.2 The Influence of Customer Relationship Management
Performance on Organizational Performance
208
5.3.3 The Effects of Antecedent Factors on Customer
Relationship Management Performance
211
5.3.3.1 Organizational Factors………………………… 212
a. Top Management…………………………… 212
b. Customer Orientation………………………. 214
c. Employee Training…………………………. 216
5.3.3.2 Technology Factors…………………………… 218
a. b. c. a. Customer Data……………………………… 218
d. e. f. b. Customer Information Processing…………. 220
g. h. i. c. CRM Functionality…………………….….. 222
j. k. l. d. Data Integration…………………………… 224
5.4 Theoretical Contribution……………………………………………... 226
5.5 Methodological Contribution………………………………………… 229
5.6 Managerial Implications……………………………………………… 230
5.7 Limitations and Future Research Directions…………………………. 234
5.8 Conclusions…………………………………………………………… 236
REFERENCES……………………………………………………… 240
APPENDICES……………………………………………………… 258
14
LIST OF TABLES
Table No. Title of Table Page
Table 2.1 The Most Important Barriers of CRM Identified in Previous
Studies
45
Table 2.2 Weaknesses and Strengths of CRM Software Types 49
Table 2.3 Past Studies on the Relationships between CRM Performance
and Organizational Performance
121
Table 3.1 Summary of Variables, Dimensions and Total Number of
Items
142
Table 3.2 Organizational Performance Measures 144
Table 3.3 Key Customer Focus Measures 146
Table 3.4 CRM Organization Measures 147
Table 3.5 Knowledge Management Measures 148
Table 3.6 Technology Based CRM Measures 149
Table 3.7 Top Management Measures 150
Table 3.8 Customer Orientation Measures 151
Table 3.9 Training Orientation Measures 152
Table 3.10 Customer Data Measures 153
Table 3.11 Customer-Information Processing Measures 154
Table 3.12 Integration of CRM Measures 155
Table 3.13 Reasons of not Using CRM 156
Table 3.14 CRM Tools 157
15
Table 3.15 Summary of the Variables Measures 158
Table 3.16 Number of Selected Hotels ineach Category 161
Table 3.17 Reliability Coefficient for Multiple Items in Pilot Study
(n=30)
163
Table 4.1 Background Information of the Responding Hotels 172
Table 4.2 The Reasons of not Using CRM 173
Table 4.3 CRM Tools 175
Table 4.4 Factor Analysis on Organizational Performance 178
Table 4.5 Factor and Reliability Analysis on CRM Performance 180
Table 4.6 Factor and Reliability Analysis on Organizational Factors 183
Table 4.7 Factor and Reliability Analysis on Technology Factors 187
Table 4.8 Comparing Original Dimensions with Final Dimensions after
Factor Analysis
190
Table 4.9 Reliability Coefficients for the Variables in the Study 191
Table 4.10 Descriptive Statistics for Dimension of Variables 192
Table 4.11 Customer Relationship Management Performance by Years
in Operation, Annual Income, Number of Employees and
Hotels Categories (n=98)
193
Table 4.12 Pearson Correlations of Study Variables 195
Table 4.13 Summary of Multiple Regression Analysis for Factors
Influencing Customer Relationship Management
Performance (n=95)
199
Table 4.14 Summary of Multiple Regression Analysis on the Impact of
CRM Performance on Organization Performance (n=98)
200
Table 4.15 Summary of Hypotheses Testing Results 201
16
LIST OF FIGURE
Figure no. Title of Figure Page
Figure 2.1 Theoretical Framework 122
17
LIST OF APPENDICES
Appendix no Title of appendix Pages
Appendix A Questionnaire 258
Appendix B Factor Analysis 267
Appendix C Reliability 340
Appendix D Hotels Profile 345
Appendix F Regression Analysis 353
Appendix G Partial Plots 356
Appendix H Scatter Plots 360
Appendix I Normal Probability Plot 362
18
LIST OF ABBREVIATIONS
CRM : Customer Relationship Management
CS: Customer Service
E-CRM: E-CRM Electronic Customer Relationship Management
ERP : Enterprise Resource Planning
FS Field Service
MA: Marketing Automation
M-CRM: Mobile CRM
POS Point-of-Sale
SCM Supply Chain Management
SFA Sales Force Automation
19
CHAPTER ONE
INTRODUCTION
1.1 Introduction
This chapter presents a summary of the background of study, statement of problem,
objectives of study, research questions, and definition of the key terms. These are
followed by a discussion on the contribution of this study. Finally, this chapter ends
with a discussion on the organization of the remaining chapters.
1.2 Background of the Study
Jordan is a small (population of six million), landlocked, country with few natural
resources. It depends on external sources for the majority of its energy requirements,
unlike some of its neighbors. The country is potentially highly vulnerable to external
shocks, given its size and natural resource endowment. Despite this fact Jordan ranks
well on the Global Competitiveness Index; in 2008 it was ranked 46 out of the 134
countries (Fischer et al., 2009).
International tourism continues to develop worldwide, with the Middle East
among the fastest growing regions. Tourism is a key driver of Jordan’s economy;
currently it is the single largest employer. Jordan is one of the few countries in the
Middle East to witness annual growth in the tourism industry. With its regional
spread, tourism is an ideal industry to diffuse benefits across Jordan, and during the
past few years, tourism has been responsible for generating a significant increase in
foreign and domestic investment (Aldehayyat, 2011).
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